MAN 6245 Test 2
list of individualistic roles
- Aggressor: deflates teammates, express disapproval w/ hostility - Blocker: acts stubbornly resistant and disagrees beyond reason - Recognition seeker: brags and calls attention to him/herself - Self-confessor: discloses personal opinions inappropriately - Slacker: acts cynically or goofs off - Dominator: manipulates team members for personal control
list the team-building roles
- Encourager: praises the contributions of other team members - Harmonizer: mediates differences between groups members - Compromiser: attempts to find the halfway point to end conflict - Gatekeeper/expediter: Encourages participation from teammates - Standard setter: express goals of the team - Follower: accepts all ideas
List the team task roles:
- Initiator-contributor: propose new ideas - Coordinator: Tries to coordinate activities among team members - Orienter: Determines the direction of the team's discussion - Devils advocate: offers challenges to the team's status quo - Energizer: Motivates the team to strive to do better - Procedural-technician: Performs routine tasks needed to keep progress going
Describe the management team using the criteria of purpose and activity, life span and member involvement. Provide specific examples of each type of team.
A relatively permanent team that participates in managerial-level tasks that affect the entire organization with a long life span and moderate member involvement (EX: top management team, VPs)
Provide an example of goal interdependence
An example of goal interdependence is students who care about their grades are likely to spend more time on their group assignments and take the time to discuss assignment related issues with other members.
Provide an example of outcome interdependence
An example of outcome interdependence would be a group doing well on their project because it is graded as a group assignment with no regard to individual work.
_____ theory argues that employee behavior is directed toward pleasure and away from pain or, more generally, toward certain outcomes and away from others. A. Psychological empowerment B. Expectancy C. Goal setting D. Extrinsic E. Equity
B. Expectancy
Sharon is considering her efficacy level for making Thanksgiving dinner for 12 people. Sharon has watched her mother successfully make Thanksgiving dinner for 20 people for 10 years. Which of the following is Sharon considering? A. Past accomplishments B. Vicarious experiences C. Verbal persuasion D. Emotional cues E. Instrumentality
B. Vicarious experiences
Define cohesion and what are some pros and cons
Cohesion: A team state that occurs when members of the team develop strong emotional bonds to other members of the team and to the team itself. (Important: promotes higher levels of team performance) Too much cohesion can promote too much conformity (aka: groupthink - Behaviors that support conformity and team harmony at the expense of other team priorities.)
The belief that exerting a high level of effort will result in the successful performance of some task is known as: A. instrumentality. B. valence. C. equity. D. expectancy. E. psychological empowerment.
D. expectancy.
Motivation is a critical consideration because effective job performance is largely a function of: A. motivation and emotions. B. emotions and ability C. ability and expectations D. motivation and ability. E. expectations and emotions.
D. motivation and ability
Describe equity theory.
Definition: Equity theory acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people. It suggests that employees create a "mental ledger" of the outcomes (or rewards) they get from their job duties and further suggests that employees create a mental ledger of the inputs (or contributions and investments) they put into their job duties.
Identify and explain the possible outcomes of equity theory comparisons and ways to restore the balance for each outcome.
Equity: when the comparison of employees' "mental ledger" of the inputs (contributions and investments) to the outcomes (rewards) they get from their job duties to another person is in balance. Ways to restore balance: No actions are needed to restore balance Under reward Inequity: when the comparison of employees' "mental ledger" of the inputs (contributions and investments) to the outcomes (rewards) they get from their job duties to another person is out of balance in favor of the other person. Ways to restore balance include: growing one's outcomes by talking to his or her boss or by stealing from the company; shrinking his or her inputs by lowering the intensity or persistence of effort. Over reward inequity: when the comparison of employees' "mental ledger" of the inputs (contributions and investments) to the outcomes (rewards) they get from their job duties to another person is out of balance in favor of you. Ways to restore balance include: shrinking one's outcomes; growing his or her inputs through more high quality work or through some cognitive distortion.
· Compare and contrast extraversion and neuroticism.
Extraversion is considered a positive trait characterized by energetic and assertive behavior. Neuroticism is considered a negative effect as it is involves negative emotions like experiencing anger, anxiety, stress, depression easiliy.
Identify and explain some factors that alter the effects of goal setting on task performance.
Feedback: which consists of updates on employee progress toward goal attainment. Task Complexity: which reflects how complicated the information and actions involved in a task are, as well as how much the task changes. Goal Commitment: the degree to which a person accepts a goal and is determined to try to reach it.
What is the five-stage progression model?
Forming > Storming > Norming > Performing > Adjourning
What is goal interdependence?
Goal interdependence exists when members have a shared vision of what they want for the overall team goal that aligns with their individual goals while outcome interdependence deals with teams having a shared goal to avoid negative consequence as their group performance is linked to their overall feedback.
What is the goal setting theory?
Goal setting theory views goals as the primary drivers of the intensity and persistence of effort The theory argues that assigning employees specific and difficult goals will result in higher levels of performance than assigning no goals, easy goals, or "do-your-best" goals.
Why is motivation important?
Improves job/task performance. Strongest performance effect is self-efficacy / competence; people who feel a sense of pride/mastery tend to outperform those who doubt their capabilities.
Why do some employees have higher self-efficacy for a given task than other employees?
Past accomplishments - the degree to which they have succeeded or failed in similar sorts of tasks in the past Vicarious experience - taking into account their observations and discussions with others who have performed such tasks Verbal persuasions - because friends, coworkers, and leaders can persuade employees that they can "get the job done." Emotional cues - in that feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels
External locus of control
People who have an external locus of control believe that they have no control over the things that happen to them, and that it is down to luck.
Internal locus of control
People who have an internal locus of control believe that what happens to them is a result of their own decisions, they are also more likely to resist social conformity and obedience.
Define personality
Personality refers to the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior
Why are some teams more than the sum of their parts?
Potential team performance + process gains - process losses = actual team performance Goal: Maximize process gains while minimizing process losses AFFECTIVE: Taskwork process, teamwork process, communication, and team states
Differentiate between process gain and process loss
Process Gain gets more from the team than you would expect according to the capabilities of its individual members while Process Loss gets less from the team than you would expect based on the capabilities of its individual members (EX: a team with star players do not mesh well on the same team and LOSE the game)
What is psychological empowerment? Identify the four concepts that can make work tasks intrinsically motivating? Explain each concept.
Psychological Empowerment: which reflects an energy rooted in the belief that work tasks contribute to some larger purpose.
Why are some employees more motivated than others?
Requires considering all the energetic forces that initiate work-related effort, including expectancy theory concepts (expectancy, instrumentality, valence), the existence (or absence) of specific and difficult goals, perceptions of equity, and feelings of psychological empowerment.
Why do specific and difficult goals have such positive effects?
Self-set goals - The internalized goals that people use to monitor their own progress. As a self-set goal becomes more difficult, the intensity of effort increases, and the persistence of effort gets extended. Task strategies - defined as learning plans and problem-solving approaches used to achieve successful performance. Defined as learning plans and problem-solving approaches used to achieve successful performance.
Define team states
Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together. (EX: having supportive leadership and team members think its ok to say risky things or voice opinions that challenge the status quo)
· Differentiate between surface-level diversity and deep-level diversity.
Surface-level diversity refers to diversity regarding observable attributes such as race, ethnicity, sex, and age. In contract, deep-level diversity refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience (EX: learning your team member is aggressive)
Explain how motivation relates to job performance and organizational commitment.
Task performance - Self-efficacy/competence: people who feel a sense of internal self-confidence tend to outperform those who doubt their capabilities. - Difficult goals: people who receive difficult goals outperform the recipients of easy goals. - Expectancy theory: the motivational force created by high levels of valence, instrumentality and, expectancy is a powerful motivational variable for task performance. Organizational commitment- - Equity: employees who feel a sense of equity are more emotionally attached to their firms and feel a stronger sense of obligation to remain.
Explain the steps organizations can take to improve team processes.
Team process training, in contrast, occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit. 1.) Action Learning: Team process training in which a team has the opportunity to work on an actual problem within the organization. (teams are held accountable for analyzing the problem, developing an action plan, and carrying out the plan) 2.)A second type of team process training involves experience in a team context when there are task demands that highlight the importance of effective teamwork processes 3.) Team Building: Fun activities that facilitate team problem solving, trust, relationship building, and the clarification of role responsibilities. (facilitate goal setting, interpersonal relations, problem solving etc) EX: ROPE COURSE)
Describe the three teamwork processes using examples: (3) Interpersonal processes
Teamwork processes, such as motivating and confidence building, that focus on the management of relationships among team members. Motivating and confidence building affect management involves activities that foster a sense of emotional balance and unity Conflict management: which involves the activities that the team uses to manage conflicts that arise in the course of its work. Affect management: involves activities that foster a sense of emotional balance and unity
Expectancy theory: How do employees make the choices that take them in the "right direction"?
The theory suggests that our choices depend on three specific beliefs that are based in our past learning and experience: expectancy, instrumentality, and valence.
Define expectancy theory
The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. (E>P)
Describe the work team using the criteria of purpose and activity, life span and member involvement. Provide specific examples of each type of team.
Their purpose is to produce goods or provide services, and they generally require a full-time commitment from their members with a long life span and high member involvement. (EX: Production team, sales team)
Expectancy theory: Define valence
Valence is the unique value an individual places on a particular outcome. (EX: A bonus or disciplinary action)
pooled interdependence
When team members may work independently and simply combine their efforts to create the team's output. (EX: fishing boat)
locus of control
Whether one believes the events that occur around him or her are self-driven or driven by the external environment.
sequential interdependence
different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks (EX: assembly line worker)
Describe the three teamwork processes using examples: (2) Action Processes
helping and coordination, that aid in the accomplishment of teamwork as the work is actually taking place
Define teamwork processes
interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself
What is outcome interdependence?
outcome interdependence deals with teams having a shared goal to avoid negative consequence as their group performance is linked to their overall feedback
Describe the action team using the criteria of purpose and activity, life span and member involvement. Provide specific examples of each type of team.
performs complex tasks that vary in duration and take place in highly visible or challenging circumstances with a life span and involvement that varies (EX: surgical team, musical group)
Describe the project team using the criteria of purpose and activity, life span and member involvement. Provide specific examples of each type of team.
produce a one time output (service, product, plan etc.) with a life span and involvement that varies (EX: product design team)
define team processes
refers to the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals
comprehensive interdependence
requires the highest level of interaction and coordination among members. Each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.
Define task interdependence
the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team
Forming
the first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms (intro)
Performing
the fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team
define goal-setting theory
the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals
Storming
the second stage of development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it (differentiation)
Norming
the third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop (resolution)
reciprocal interdependence
work completed by different jobs or groups working together in a back-and-forth manner (EX: building a custom home for a client)
The Big Five personality dimension that has the biggest influence on job performance is _____. A.conscientiousness B.extraversion C.agreeableness D.openness to experience E.neuroticism
A. because conscientious employees have higher levels of motivation than other employees. They are more self-confident, perceive a clearer linkage between their effort and their performance, and are more likely to set goals and commit to them.
Which theory suggests that employees create a "mental ledger" of the outcomes they get from their job duties? A. Expectancy theory B. Goal-setting theory C. Equity theory D. Psychological empowerment theory E. Extrinsic theory
C. Equity theory
Provide some examples of member role
Leader-staff teams: the leader makes decisions for the team and provides direction and control over members who perform assigned tasks Team task roles: refer to behaviors that directly facilitate the accomplishment of team tasks. (EX: the devil's advocate) Team-building roles: refer to behaviors that influence the quality of the team's social climate. (EX: the group member making jokes/humor) Individualistic roles: reflects behaviors that benefit the individual at the expense of the team (EX: the dominator manipulates team to control group)
Identify the four concepts of psychological empowerment that can make work motivating? Explain each concept.
Meaningfulness: work goals appeal to employees' passions Self-Determination: employees have a sense of choice regarding work tasks. Allows employees to pursue activities that they themselves find meaningful and interesting Competence: employees feel capable of performing successfully. Identical to self-efficacy concept Impact: employees feel they are making progress toward fulfilling their purpose
Identify the 5 aspects of team composition
Member Role: considering the specific sets of task-focused activities that define what the individual members are expected to do for their team. (EX: soccer team and different positions) Member Ability: Depending on the nature of the tasks involved in the team's work, some of these may be important to consider in team design (EX: race car driving pit crew members need to be quick) . Member Personality: personality traits affect the roles that team members take on the norms that develop on the team and ultimately, how teams function and perform as units Diversity: The degree to which team members are different from one another. Team Size: having a greater number of members is beneficial for management and project teams but not for teams engaged in production task
Openness
One of the "Big Five" dimensions of personality reflecting traits like being curious, imaginative, creative, complex, refined, and sophisticated.
Conscientiousness
One of the "Big Five" dimensions of personality reflecting traits like being dependable, organized, reliable, ambitious, hardworking, and persevering.
Agreeableness
One of the "Big Five" dimensions of personality reflecting traits like being kind, cooperative, sympathetic, helpful, courteous, and warm.
Neuroticism
One of the "Big Five" dimensions of personality reflecting traits like being nervous, moody, emotional, insecure, jealous, and unstable.
Extraversion
One of the "Big Five" dimensions of personality reflecting traits like being talkative, sociable, passionate, assertive, bold, and dominant.
Describe the three teamwork processes using examples: (1) Transition Processes
are teamwork activities that focus on preparation for future work. (strategizing) (EX: halftime adjustments made by a basketball team that's losing badly - they will readjust plan for the 2nd half of game) Mission Analysis: involves an analysis of the team's task, the challenges that face the team, and the resources available for completing the team's work. Strategy formulation: refers to the development of courses of action and contingency plans, and then adapting those plans in light of changes that occur in the team's environment. Goal specification: involves the development and prioritization of goals related to the team's mission and strategy
Describe the parallel team using the criteria of purpose and activity, life span and member involvement. Provide specific examples of each type of team.
composed of members from various jobs who provide recommendations to managers and resolve important issues with a life span that varies and low member involvement (EX: advisory council committee)